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Recent high-profile breaches at Circle CI, Okta, and Slack reflect a growing trend in attackers targeting enterprise SaaS tools to infiltrate not just the targeted organization’s environment, but that of their customers as well. This new reality requires security teams to expand how they define the modern attack surface, and how they approach monitoring and securing it. In this session, we’ll analyze recent SaaS provider attacks and discuss ways organizations can protect and defend themselves from such threats with greater visibility of their always-changing SaaS attack surface and digital supply chain. About the speaker: Danielle has spent over a decade helping B2B technology companies gain a deep understanding of the challenges faced by IT and security teams in order to keep customer needs at the center of product development. Prior to joining the founding team at Nudge Security, Danielle led product marketing for AT&T Cybersecurity. Her professional experiences span cybersecurity, enterprise networking, telecommunications, and brief, but joyous detours into public radio and environmental sustainability work.
Recent high-profile breaches at Circle CI, Okta, and Slack reflect a growing trend in attackers targeting enterprise SaaS tools to infiltrate not just the targeted organization’s environment, but that of their customers as well. This new reality requires security teams to expand how they define the modern attack surface, and how they approach monitoring and securing it. In this session, we’ll analyze recent SaaS provider attacks and discuss ways organizations can protect and defend themselves from such threats with greater visibility of their always-changing SaaS attack surface and digital supply chain. About the speaker: Danielle has spent over a decade helping B2B technology companies gain a deep understanding of the challenges faced by IT and security teams in order to keep customer needs at the center of product development. Prior to joining the founding team at Nudge Security, Danielle led product marketing for AT&T Cybersecurity. Her professional experiences span cybersecurity, enterprise networking, telecommunications, and brief, but joyous detours into public radio and environmental sustainability work.
Danielle Russell, Head of Product Marketing at Nudge Security and Garrett Gross, Head of Product at Nudge Security
Learn how Nudge Security gives you instant visibility into shadow IT. SaaS applications are making work faster, easier, and more collaborative for teams scattered all over the globe. It’s pretty great…unless you’re the person who has to manage and secure all those apps. Join us for a demo webcast and see how Nudge Security gives you instant visibility into all SaaS and cloud accounts ever created at your organization, along with the ability to nudge employees toward more secure practices. You’ll see how our platform can help you: • Discover all SaaS & cloud accounts • View first user, privileged users, and all users • Audit SSO & MFA status along with OAuth grants • Identify accounts of former employees for deactivation • Review vendor breach histories and get alerted of new incidents
The pandemic was a universal wake-up call and a reminder that a strong travel policy is about more than just cost control.
This whitepaper shares insights from a conversation with Rachel D’Argenio of Ernst & Young, Kathy Nolfo of Huron, and Hansini Sharma of Acquis Consulting Group to build a sustainable travel program.
Explore their views on:
As IT decision-makers strive to deliver operational excellence and transformational innovation, they discover that intelligent cloud infrastructure is mission-critical.
A hybrid cloud infrastructure represents a best-of-both-worlds approach, enabling IT leaders to customize the optimal mix of public cloud, private cloud, and on-premises infrastructure solutions.
This smart technology guide assesses four ways a hybrid cloud infrastructure helps organizations:
Gain a competitive edge against peers
Read the White Paper to see how VMware Multi-Cloud Services curb security, cost, and complexity concerns.
Sponsored by: Technologent, a VMware Principal Partner
You don’t want to see a headline about your cybersecurity lapses. Nor do you want vocal critics to sully your carefully cultivated stellar reputation. You want to avoid the cost and disruption of cleaning up after a cybersecurity incident.
Treating cybersecurity as an afterthought or something others will address during digital transformation projects is always a mistake. It leads to leaving avoidable cybersecurity holes that bad actors love to exploit.
Thankfully, there are steps you can take to guard against the vulnerabilities that digital transformation initiatives often uncover. Here are the first five of the top 10 actions organizations can take to minimize cybersecurity risks during digital transformation.
Conduct an information technology (IT) cybersecurity risk assessment for every digital transformation project. The characteristics of the project will influence what the highest risks are. However, the following risks occur frequently:
The typical responses to reduce cybersecurity risk include implementing the following:
Use the conclusions of your cybersecurity risk assessment to influence the requirements and design of your digital transformation project.
The author further explains what a comprehensive IT cybersecurity risk assessment includes in this video.
Related
Digital transformation best practices (Article 6)
Some digital transformation projects touch on processes and data subject to various regulations for which organizations must demonstrate compliance. Data about people are particularly sensitive. Major example regulations that all include a cybersecurity component are:
Each of these regulations lays out requirements with which organizations must comply. Relevant software vendors typically describe implementation and operation strategies that are helpful for digital transformation project planning.
Include tasks to implement the cybersecurity requirements of applicable regulations in the scope of your digital transformation projects.
Most digital transformation projects require establishing and managing end-user accounts and roles. When end-users are issued over-permissioned accounts and roles that allow them access to more data and databases than they need to perform their assigned duties, bad actors can more easily penetrate your organization to cause havoc.
To minimize this cybersecurity risk at design, digital transformation projects:
Most database management software (DBMS) packages include functionality for restricting access to tables and columns. Using this functionality for managing roles is tedious and error-prone for your database administrator (DBA) staff. Ultimately it’s unsuccessful.
For operating the system that your digital transformation project will deliver, this limited access concept is implemented by:
Together these measures lower the risk of cyberattacks.
The robotic process automation (RPA) services market is highly competitive. New RPA services customers often purchase low-spend, low-profit engagements like RPA implementation, but more substantive revenue comes from customers who scale hyperautomation into higher spend, long-term engagements. To succeed within the RPA market, providers and firms must scale the spend of existing customers.
As the RPA market matures, successful systems integrators (SIs) add capabilities that align to common customer hyperautomation journeys. This has led emerging RPA-focused SIs to diversify into one or more of three routes: process automation, AI-packaged solution services or managed automation services. To differentiate within the RPA market and create new revenue streams, RPA service providers should capitalize on the growing hyperautomation trend and explore expansion into these three potential new services offerings.
When first buying RPA services, many organizations want a tactical solution to automate specific tasks, such as third-party websites where user interface interaction is the only option available. The most common buyers are mid to senior-level managers within functions such as finance, accounting, supply chain or HR.
Clients realize over time that RPA-based task automation provides limited benefits. Buyers that would value process optimization services are generally large organizations in process-focused, regulated industries. Banking and manufacturing are the most common industries, followed by insurance, healthcare, consumer packaged goods and the federal government.
When bringing process optimization services to market, tech CEOs should not try to explain this technology, but rather craft short and direct service descriptions to potential customers. These descriptions should explain what problems process optimization services solve and why the customer needs them.
Gartner has found that artificial intelligence (AI) and machine learning (ML) are the top technology that enterprises are most likely to implement by 2025. To capture this growing demand, RPA services firms have been expanding into AI packaged solution services that further automate business processing activities. For most RPA service providers, solution-focused AI will be the fastest and least expensive route into AI services.
Tech CEOs expanding their product portfolio into AI services should start by identifying where they have deployed RPA within their customer base. The goal is to invest into products, partnerships and training in AI solutions that could be upsold to existing RPA services clients.
Similar to RPA implementation services, mid-level to senior-level business buyers are the ideal target for AI services. For more sophisticated customers, RPA services firms should target centers of excellence for domains like automation, data and analytics, or AI. Since the target of these services are business buyers, RPA services firms need to coordinate messaging about their services around improvements to the key performance indicators their target buyers are measured against.
Customers buying RPA implementation services need ongoing management and support of their automations. Many organizations rely on internal teams to provide this capability, but eventually they will be forced to question whether automation management and maintenance are value-adding activities or should be outsourced to lower-cost external providers.
Customers that begin with RPA implementation services do not typically buy managed automation services at the same time. Budgets are limited, RPA hasn’t been proven in the organization, and most customers want to bring maintenance in-house when they develop their RPA capabilities.
Given customers’ needs, tech CEOs require several resources to launch managed RPA services. A minimum requirement is access to low-cost offshore labor for monitoring, operations and basic automation break-fix support. Additionally, personnel experienced with managed services contracts can set appropriate customer expectations. Lastly, tech CEOs must carefully evaluate how quickly the business can reach profitability. Managed services businesses require scale, meaning a minimum number of clients are needed to reach basic profitability. Cost management is critical for launching and sustaining managed RPA services.
RPA and associated automation services maintain high demand due to customers’ increasing interest in hyperautomation. Process optimization services, AI solution services and managed automation services all align to growing customer demand and offer reasonable risk versus the potential returns.
Arthur Villa is a Sr Director analyst at Gartner Inc., where he covers robotic process automation (RPA) and hyperautomation targeted at tech CEOs, product managers, and product marketers in IT service providers. Gartner analysts are presenting additional insights for tech CEOs at Gartner Tech Growth & Innovation Conference taking place June 14-15 in San Diego, California
